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MGTA01 Ch 10
| Term | Definition | Note |
|---|---|---|
| -------Chapter 10 | Satisfaction, morale, motivation. | |
| Psychological contract | Set of EXPECTATIONS held by an EMPLOYEE concerning his/her CONTRIBUTIONS to the organization and the organization's INDUCEMENTS to the employee. | |
| Human relations | Recall management skills: Skills in understanding and getting along with PEOPLE. INTERACTIONS between employees & employers and their ATTITUDES towards each other. | |
| Foundation of good human relations | Satisfied and motivated workforce. | |
| Job satisfaction | Degree of enjoyment people derive from PERFORMING their jobs. | |
| Morale | Generally positive or negative MENTAL ATTITUDE of employees toward their WORK and WORKPLACE. | Reflects the degree to which employees perceived their needs are being met by their jobs. |
| Turnover | PERCENTAGE of an organization's workforce that LEAVES and must be REPLACED. | |
| Motivation | Set of FORCES that cause people to BEHAVE in certain ways. | Most critical to an organization's success. |
| 3 major theories of employee MOTIVATION | 1) Classical theory and scientific management 2) Behaviour theory 3) Contemporary motivation theories | 3) i. Human-resources model: Theories X and Y ii. Maslow's Hierarchy of Needs Model iii. Two-factor Theory |
| 1) Classical theory | Presumes that workers are motivated almost solely by MONEY. | |
| 1) Scientific management (TAYLOR) | Breaking down jobs into easily repeated COMPONENTS, and devising MORE efficient tools and machines for performing them. | Thereby benefiting from classical theory. More efficient organizations -> more money for workers -> more motivation -> more product. |
| Time-and-motion studies | ||
| 2) The Hawthorne Studies | INTENT: Examine the relationship between physical ENVIRONMENT and worker OUTPUT. In hopes of increasing productivity. RESULT: Increased AND decreased light levels -> productivity up Increased pay -> no change | CONCLUSION: confounding factor = ATTENTION. Paying attention to employees is indeed good for business. |
| Hawthorne effect | Tendency for workers' productivity to increase when they feel they are receiving special ATTENTION from MANAGEMENT. | |
| 3) Human Resources Model (MCGREGOR) | Beliefs about people: Theory X i. People are lazy ii. People lack ambition and dislike responsibility iii. People are self-centered iv. People resist change v. People are gullible and not very bright | Beliefs about people: Theory Y: i. People are energetic ii. People are ambitious and seek responsibility iii. People can be selfless iv. People want to contribute to business growth and change v. People are intelligent |
| 3) Maslow's Hierarchy of Needs Model (MASLOW) | Describes 5 HIERARCHICAL levels of human needs. Lower level needs must be met before a person will try to satisfy those on a higher level. Once one level is satisfied, it ceases to motivate behaviour. | But NOTE: The hierarchy varies between CULTURES and between PEOPLE. |
| 5 Levels of Maslow's Hierarchy of Needs Model | 5) SELF-ACTUALIZATION 4) ESTEEM 3) SOCIAL 2) SECURITY 1) PHYSIOLOGICAL | 5) Challenging job /self-fulfillment 4) Job title /Status 3) Friends at work /Friendship 2) Pension plan /Stability 1) Comfortable working environment /Shelter |
| 3) Two factor theory (HERZBERG) | Identifies factors that MUST be present for satisfaction. and factors that, if INCREASED, lead employees to work harder. i. Hygiene factors ii. Motivating factors | RESULT: Managers should follow a 2 step approach. 1. Ensure hygiene factors are acceptable (absence of dissatisfaction). 2. Offer motivating factors (add satisfaction) |
| i. Hygiene factors | Only affect motivation/satisfaction if ABSENT or FAIL to meet expectations. | 1. Dissatisfaction -> NO dissatisfaction 2. Refer to environment in which work is performed i.e. working conditions |
| ii. Motivating factors | 1. NO satisfaction -> Satisfaction 2. Refer to work actually performed i.e. recognition | |
| 2 limitations to the TWO FACTOR THEORY | 1. Limited to some professionals settings (not as effective in clerical/manufacturing settings) 2. One person's hygiene factor may be another's motivating factor. | |
| 6 Strategies to improve job satisfaction and employee motivation | 1) Reinforcement/behaviour modification theory 2) Management by objectives 3) Participative management 4) Team management 5) Job enrichment and job redesign 6) Modified work schedules | |
| 1) Reinforcement/behaviour modification theory | 1. Define desired behaviour behaviour they want to elimate. 2. Link REINFORCEMENT with desired behaviour and PUNISHMENT with undesired behaviours. | (Increase MOTIVATION?) |
| Reinforcement | Stimulus which INCREASES the probability of a specific response. Positive - ADD something to increase response (i.e. reward) Also note: Negative - SUBTRACT something to increase response | i.e. Piecework reward. Note: Rewards work better than punishment. |
| Punishment | ADDING something AVERSIVE in order to DECREASE a behavior. | i.e. suspension |
| 2) Management by objectives (MBO) | Collaborative goal setting extending from TOP to BOTTOM of an organization. Goal: Help managers implement and carry out plans. i. Manage the planning process. ii. Can improve satisfaction/ motivation. | (Increase SATISFACTION AND MOTIVATION) |
| 2) MBO Process | 1. Establish ORGANIZATIONAL goals. 2. COLLABORATIVE goal setting and planning 3. Communicating goals and plans. 4. Periodic review 5. Evaluate and repeat. | |
| Key and advantage to MBO Process | a) Collaborative activity. Therefore leading to a b) Motivational impact. | |
| 3) Participative management | Increase job SATISFACTION by giving them a VOICE in i. how they do their jobs and ii. how the company is managed. NOTE: Participation is not desired by all employees. | Therefore employees become motivated to take greater responsibility for their own performance. |
| Empowerment | Motivating and energizing employees to i. create HIGH-QUALITY products AND ii. provide "bend over backwards" SERVICE to customers so that the company is more competitive. NOTE: Empowerment is not desired by all employees. | i.e. giving front line staff the right to issues travel credits for those who they believe have been wronged. |
| 4) Team management | A) Employees are given decision making responsibility for certain NARROW activities. B) Employees are CONSULTED on BROADER level decisions (i.e. work procedure) NOTE: Teams are not desired by all employees. | |
| 5) Job enrichment and job redesign | Generally used in jobs significantly LACKING in motivating factors. | |
| 5) Job enrichment | Method of increasing employee job satisfaction by EXTENDING or ADDING MOTIVATING FACTORS to job activities. | i.e. responsibility, growth |
| 5) Job redesign | Method of RESTRUCTURING work to increase employee job satisfaction to improve WORKER-JOB fit. Implemented in 1-3 ways: a) Combining tasks b) Creating natural work groups c) Establishing client relationships. | NOTE: Acknowledges different people want different things. Good for those with strong needs for career growth or achievement. |
| a) Combining tasks | Enlarging jobs and increasing variety. Therefore: increase MEANINGFULNESS. | |
| b) Forming natural work groups | People who do different jobs on the same project are natural candidates. Therefore: Employees see place and IMPORTANCE of their jobs in the total scheme of things. | |
| c) Establishing client relationships | Allowing employees to INTERACT with CUSTOMERS. Therefore: Increasing job variety. | |
| 6) 4 Types of Modified Work Schedules | Goal: Increase job satisfaction. i. Flextime ii. Compressed workweek iii. Telecommuting iv. Workshare programs | |
| i. Flextime | Allowing some choice in the hours they work. | Benefits: More FREEDOM in professional and personal life. Reduces traffic congestion. |
| ii. Compressed workweek | Work fewer days a week but more hours on the days they do work. | Benefits: Free up their weekdays for personal business. |
| iii. Telecommuting | Allowing employees to do ALL or SOME of their work away from the office. NOTE: Telecommuting may not work for everyone. | Benefit: Saves time and money. Disadvantage: i. Feelings of isolation. ii. Employers may not extend health and safety coverage to those that work at home. iii. Managers are often suspicious if they are actually working. |
| iv. Workshare (job sharing) | Allowing two people to share one job. Short-run: Good to ease experienced workers into retirement while training their replacements. Long-run: Good solution for those that only want part-time work. | Note: More likely to be: i. women. ii. university educated. iii. have professional occupations like nursing. iv. earn more. |
| Leadership | Process of motivating others to work to meet specific objectives. | |
| Old Trait approach | Leadership traits - physical appearance, intelligence, public speaking skills. | Poor predictor of leadership potential. Rather than traits, look at behaviour. |
| 3 Managerial styles | Patterns of BEHAVIOUR a manager exhibits in dealing with subordinates. 1) Autocratic style 2) Democratic style 3) Free-rein style | Contigency approach - Any style may prove appropriate, depending on the situation and the desire of subordinates to share input or exercise creativity. Note: Changing nature of MOTIVATION and LEADERSHIP in 21st century. |
| 1) Autocratic style | Issue orders and expect them to be obeyed without question. | Note: RAPID decisions making |
| 2) Democratic style | Request input from subordinates before making decisions but retain final decision-making power. | |
| 3) Free-rein style | Serve as an advisor to subordinates, who are allowed to make decisions. | |
| Canada vs. American Management style (5) | 1. More subtle/subdued. 2. More commited. 3. Less willing to follow fads. 4. More open to different cultures. 5. COLLABORATIVE skills |
Created by:
collie